What the Best Companies DoNew Talent Management Model Drives 17% Higher Impact

Few organizations have realized the benefits of integrated talent management. Challenges stem from 
3 new work realities: Wider distribution of managing talent; Interdependence of work; and Unpredictability of business change.

An enterprise talent management model drives enterprise talent outcomes by as much as 17%.
It's different from integrated talent management in 3 key ways: Co-owned by HR and the line; Supportive of enterprise, not just BU, goals; and Based on forward-looking analyses of talent.

We Can HelpMember Testimonials

"Strategic sourcing, high potential programs, succession planning… Those are all examples of where we've leveraged CEB."

Jonathan Turner
Director, Global Talent Management
B/E Aerospace, Inc

"CEB's been great as far as a resource for providing data in research and building our integrated talent strategy."

Shawn Zimmerman
Vice President, Global Talent & Organization Capability
The Hershey Company

"We are very forward-thinking on integrating talent management...[and CEB] gives that comfort factor that we're headed in the right direction."

Bonny Simi
Vice President, Talent
JetBlue Airways Corporation

"We're able to exchange some basic knowledge and insights [with the CEB peer network] that we can then very quickly tailor and adapt and customize to our own business."

Claudia Healy
Vice President, Global Talent Acquisition & Development and HR Operations & Administration
Verizon Communications Inc.